Where Is The Destructive Genius?

Every entrepreneur is willing to have such a group of people working for him, for example, having the outstanding leadership ability as Meg Whiteman, chief executive of eBay, Meg.

But has the boss ever considered that the management of these star employees and management genius is a challenge for any entrepreneur, and if a little careless, the star employees will even become bosses' nightmare.

In fact, in the initial stage of an enterprise, entrepreneurs need genius sparks or excellent management skills.

Zhu Geliang left behind more of a posterity than a brilliant image of "doing everything in one's capacity, dying and then taking".

During his reign, he tried his best to assist and personally to make an indelible contribution to the Shu Han regime, and received the respect of the people and even his opponents.

There is no doubt about this, but when he died, there was no talent in Shu.

The reason is that in addition to running the country, there are many considerations in personnel training and selection, trying to bring about a situation of sage convergence in the West Shu. Historical records show that Zhu Geliang has promoted Pang Tong, Jiang Wan, Yang Hong and other personnel, but failed to cultivate a successor to inherit his career.

When the water comes to the clear, there is no fish, and no one goes to check. Zhu Geliang's request for blame, the accuracy of checking, and the strictness of waiting require all men to be perfect. For some talented people who are talented, because they are small and big, they are not fixed, forming a "1+n" situation.

At the same time, Zhu Geliang will make the best of the situation. The army of the internal army must act on the matter. "Twenty of the punishment must be punished." this practice leads to "eating less trouble", and two is not conducive to the succession training.

At the early stage of the establishment of the enterprise, a good situation was created by relying on some talented employees. But it does not mean that the enterprise is just a personal stage of a certain talent. In a certain stage, this genius is the greatest wealth of the enterprise. What he needs is just a good team of obedient soldiers.

But with the gradual development of enterprises, one can not support the whole situation. If we continue to use such talents, we will only increase the dependence of enterprises on individuals. Once the strategic judgment lapses or the genius leaves passively, the rest will lose their head like a headless fly. The destructive nature of this genius is not subjective will but passive.

The second kind: to destroy the genius voluntarily -- to rely on the high and the arrogant.

This remarkable army of the great generals once fought repeatedly, and the west of Wei Town was full of admirable courage. At the same time, it also received the special favour of emperor Yong Zheng.

But soon, the winds and clouds suddenly changed, impeachment and memorials were repeated, and all kinds of attacks continued. Until Yong Zheng was cut off by officials, he made 92 major crimes and gave himself up.

It was a great sigh that a great general who had once been a powerful force finally came to the end.

But his death is a bit of a fault.

He is self reliant, arrogant and self reliant. He does not know that he is modest and self insured. He does not observe the way of being a minister and makes things beyond his official duties. He has not been allowed by public opinion. Moreover, he planted party members to engage in private interests, bribes and bribes, "public conduct is illegal, and there is no fear", which is not allowed for the national law, but also for Yong Zheng's hatred.

This is a great sin for a hero, and it will be hard to end well.

　　在企業發展中會存在兩種情況，一種是初期為企業的創業發展打下汗馬功勞，因此受到企業老板的器重從而處于高位，還有一種是本身的能力和業績非常出眾而在企業中得到快速提拔，但是不管哪種發展軌跡，這種快速的提升如果沒有相應的培訓和經驗的積累，使員工的能力與他所在的崗位要求相匹配，那么他們就不適合企業發展的要求，甚至會影響企業的發展，而他們自己又往往意識不到這一點，甚至因為長期“得寵”已使他們變得相當自負，對企業的索取也會越來越多，當愿望落空，則很可能就會對上司或者企業產生“敵對情緒”，從而在工作態度上發生變化，產生破壞性行為，有的會組織非正式的小團體對企業文化產生負面影響，有的公然挑釁老板權威，甚至威脅企業，或者有的在企業關鍵發展時刻揚長而去，對企業造成很大的損失。

This speed of destruction is almost no one's right.

If we do not correct their bad behavior, it is equivalent to bury a mine in the enterprise and eventually destroy the whole team.

The most typical case is the Rugby League Cup Owens's event.

The talented foreign player was dismissed by the Philadelphia hawks because of its successive destructive activities which led to the alienation of other players, coaches and fans.

Owens's legendary experience has occupied a large number of sports magazines for several days, and reports about his relationship with the Hawks are frequently appearing in management academic journals.

A typical example of this devastating star employee has made Walton Business School scholars reexamine the heavy losses of corporate destructive behavior.

"In any organization, power is closely related to dependency," Laurence Laurence, a professor of management at the school of business, said.

If the institution relies very much on someone's skill and the skill of this person is rare, the power of this person will rise.

Compared with ordinary players, Owens's technology is more excellent and more valuable.

As long as anyone has such influence, he will become very important to the organization, and he can break the rules more frequently than ordinary employees.

Because of his outstanding skills, you are naturally willing to take some risks for him.

Those mediocre players will not enjoy this kind of treatment.

But he said that Owens's example shows that even a talented employee can be "too far off".

Although Owens has a central position and great power in the team, he still attacks his team and violates the rules repeatedly.

The team said, "if we indulge you too much, other ordinary players will follow suit."

Peter Kapli, a professor of management at Walton business school, said: "how bosses coordinate their talents and destructive behaviors depends on their understanding of the importance of team spirit and morale in organizational culture.

If one of your star salesmen is hard to get along with, but his job is far away from the office, you may be willing to show greater tolerance because he will not have a big impact on the performance of the whole organization.

But in those places where team spirit is essential, you will not be so tolerant.

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When understanding the process of genius formation, enterprises should have clear ideas when managing these talents.

Genius for passive destruction:

If there are "Zhu Geliang" phenomenon among the star employees in the enterprises, and these people often have greater authority in the enterprises or are important figures in the enterprises, do not simply think that they will not authorize them. In fact, there are three possible reasons behind this appearance:

There is a traditional idea of "church apprentice starving to death".

Personal heroism can not be integrated into the team or the leadership team.

There may be "illegal activities".

For the star employees with inherent thoughts, we should break his concerns and design career paths suitable for his development. For employees of heroism, we can reverse his ideas through cultural training or establish a mandatory sharing mechanism to protect the interests of the enterprises. Once leaving, they will not have a great impact on the enterprises; and for the third, there may be "illegal activities" to persuade them to leave when the evidence is conclusive.

For the initiative to destroy genius:

No matter whether it is a hot potato or Owens, before he evaluates the extent of his destruction, he should not be able to clear his door at one breath because of his individual behavior.

In organizations such as sales and even law firms, the real star employees are usually people who can turn their hands to rain for the clouds. They should act differently according to their natural disposition.

In fact, if they are rude or independent, if they behave in a way that does not violate the real value system of enterprises, a willing and tolerant institution will always be strong.

Once there is a behavior that destroys the overall cultural atmosphere or values of an enterprise, it can be chosen according to circumstances.

A harmless selling character star, if he is only independent, and the nature of his work far away from the office will not have a great impact on the team. He should show greater tolerance to it, because he will not have much influence on the performance of the whole organization.

When a boss thinks that some managers think that the behavior of some star employees is intolerable, we should give a clear warning that the other party knows if there will be any specific consequences or be dismissed, and do not allow the enterprise to accommodate the individual.

Finding and dealing with problems through external neutral institutions, such as trainers or consultants, is not a mitigate plan for bosses.

If after training, these gifted people still don't learn to get along with others, perhaps business managers should consider asking him to go out so as to reduce the number of employees who must stay.

In fact, the process of decision-making is the process of measuring the factors of all sides.

Damage is not only about money, but also morale, public opinion, exemplary role, influence on standards and value system.

In addition, as a pre control link, before a genius appears destructive behavior, the manager should do a good job of prevention and supervision. For example, to keep a certain distance from subordinates, not to give privileges, but also to give him a sense of pressure, so that he can not be proud of himself.

All these will help to avoid and prevent the irreparable consequences of disruptive behavior of star employees.